Chief Executive - Retail @ Experienced senior leader in UK and European food retail. Delivered change programmes and directly affected transformation at major names including Sainsbury’s,Tesco and T & S Stores. Spent three years as CEO at Danish meat company, Tulip, before joining The Co-operative Food, the UK’s largest convenience retailer, as CEO. Recently expanded the role to cover wider retail operations in Pharmacy and Electrical. Currently leading a major transformation programme of the business to deliver tangible growth and customer focus. From July 2012 to Present (3 years 6 months) Manchester, United KingdomChief Executive Officer @ Achievements: • Implemented three year strategic plan • Put in place a new Operational Board • Step changed the way in which we engaged customers From October 2009 to June 2012 (2 years 9 months) Chief Operating Officer – Dobbies Garden Centre @ Responsibilities: • Integrated the business into Tesco • Accelerated sales and profit growth • Grew Dobbies organically and through acquisitions to become largest UK garden centre chain, with sales of over £1b • Developed capability of leadership team, along with a unique character to set Dobbies apart from competitors Achievements: • Put in place new strategy based on sales momentum through volume and not inflation • Simplified business operationally by reducing number of SKUs and suppliers, introducing sales based ordering system, and implementing corporate governance • Moved 40% of buying to central approach and improved margins by 4% • Oversaw revamp of pricing and in store point of sale communication to become more relevant on price to customers • Appointed 2 new executives to the Dobbies board (retail, marketing, dot.com) From March 2008 to September 2009 (1 year 7 months) Commercial Director – Fresh Food (£7bn turnover) @ Responsibilities: • Introduced complete customer focus • Brought about material change through a better, simpler, cheaper approach • Developed and implemented commercial plan • Led, built capability, and coached the fresh produce division to become more effective executives, and gained commitment through support and the creation of compelling vision • Supported cross functional decision making and natural work teams Achievements: • Developed values across fresh division and working as one team • Led local customer plan, set up 8 local offices, and doubled sales to £400m in year 1 • Set up produce group sourcing • Overhauled fresh supply chain and shortened lead time From April 2005 to March 2008 (3 years) Chief Executive Officer @ Responsibilities: • Managed standalone P&L • Developed capability and culture • Developed long term strategy with Board • Grew profitability Achievements: • Put in place new Executive Board made up of One Stop employees • Simplified way in which to serve customers • Became leaner through tighter cost control • Maximised return on capex • Drastically reduced staff turnover • Repositioned business from distress purchase to destination shopping From 2004 to 2005 (1 year) Category Director – Produce @ Responsibilities: • Managed sales (£2.5b) and profit by working to principles of better, simpler, cheaper • Led and supported category team of 160 to deliver category plan for customers • Developed range of products to satisfy all customer needs and deliver profitability Achievements: • Integrated T&S business into Tesco as part of acquisition team, through ways of working, range planning and capability (e.g. buying benefits of £43m) • Improved availability through new ways of working and achieved 9% increase in sales • Relayed produce area in all formats, taking share out-performance from -1% to +7% • Witnessed 20 people in the team achieve promotion through coaching and support From 2002 to 2004 (2 years) Category Director – Red Meat, Poultry, Fish @ Responsibilities: • Managed sales (£1.7b) and profit budget • Managed commercial team of 45 • Developed category plan and strategy Achievements: • Managed crises such as Foot and Mouth, Dioxines, BSE and Ecoli • Developed farm master classes • Step changed offer in meat, fish and poultry through innovation, price investment and range architecture • Rolled out removal of GM soya across fresh foods • Built relationships with government ministers and farming unions From 2000 to 2002 (2 years)